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How
do we define a "middle manager"?
Middle
managers can be distinguished from the first line managers below them by
their wider span of control, counted in the tens and possibly extending
to a few hundreds. A tier of team leaders or first line managers will
frequently mediate their links with the people for whom they have
responsibility. This means that they will have a similar or even smaller
number of people reporting directly to them as managers nearer the front
line, but will be accountable for the performance of all those over whom
they have control, direct or indirect. Characteristic
of their role will be a responsibility for allocating resources with
some autonomy within defined boundaries, reflected in financial
accountability for their area of activity. Middle managers will normally
be budget-holders but with limited ability to vire funds between budget
headings and can authorise recurrent expenditure and expenditure on
small capital items within defined, budgeted, limits. This resource
responsibility will also include responsibility for recruiting,
promoting and disciplining people, within defined parameters and often
with the agreement of HR specialists or senior managers. This may extend
to sole responsibility for recruiting the most junior people in their
area of responsibility. Middle
managers will engage in direct negotiation with internal and external
customers and suppliers over the terms and prices governing their
relationship, albeit within prescribed boundaries.
They will also be accountable for the quality of the goods or
services supplied by their area of responsibility and for improvements
in quality and efficiency of operations. Middle
managers are also likely to engage in project leadership where such
projects are designed to bring about changes in products, services,
resources or systems. However, they will operate within defined
boundaries and report progress and budgetary performance to more senior
managers on a regular basis. Middle
managers are more likely than first line managers to have a specialist
management role which may extend to a technical specialism but which is
primarily managerial in its focus.
That means that they will be responsible for establishing,
maintaining and improving systems (eg quality, marketing, sales, energy,
health and safety, etc) as well as/rather than operating them. Unlike
the senior managers (both operational and strategic) above them, middle
managers have clearly defined limits on their freedom to act or take
decisions, and are expected to report regularly on their performance.
They may propose changes to systems and will be responsible for ensuring
that those systems are operated effectively, but they may only change
those minor systems operated wholly within their own areas of
responsibility without approval from others. |